APS Renewal

Overview

In April 2004, the Governor’s Office issued Executive Order RP 33, directing the Health and Human Services Commission (HHSC) to oversee systemic reform of the Adult Protective Services (APS) program.  After a careful review by HHSC, the Governor’s Office published a report in November 2004 recommending 252 corrective actions that were comprehensive and client-focused in nature. Senate Bill 6, passed into law after the 79th Texas Legislative Session, reinforced this reform agenda.

APS completed 100 percent of the 252 corrective actions by September 1, 2006. These reforms touched every aspect of APS casework and resulted in an unprecedented change in how APS does business and how it serves Texans who are elderly or have disabilities.

APS has now embarked on the next stage of reform with a careful evaluation of how all these reforms are affecting the quality of services provided to the clients and communities APS serves. The process of evaluating APS Reform will occur in phases. The first phase focuses on mobile technology and began in the second quarter of fiscal year 2007. The following phases will examine areas such as quality assurance, community satisfaction, training, and risk assessment.

The initial evaluation project is targeted for completion during the 2008-2009 biennium.  At the completion of each phase, an evaluation report will be prepared to include the following sections:

1. Purpose and goals of the evaluation;
2. Data analysis;
3. Key findings of the evaluation; and
4. Plans for identifying best practices and integrating process improvements and lessons learned.

Major APS Reform Accomplishments

The following section provides a high level overview of the completed APS reform initiatives.

Client Outcomes

• Developed a risk assessment tool to assess five domains related to client safety and well being
  
• Hired full-time case analysts to evaluate case quality
  
• Employed exploitation and self-neglect experts in each region
  
• Established mandatory supervisory reviews for all cases before closure
• Developed special task units to monitor complex investigations in counties with a population greater than 250,000

Performance Management

• Created employee performance standards for all APS employees
  
• Devised a comprehensive performance management reporting system
  
• Trained all managers on the new performance management system
  
• Submitted quarterly performance reports to the Governor’s Office and Legislature

Community Engagement

• Hired community initiative specialists and resource and external relations specialists in each region
  
• Developed community action plans to address community education and resource development
  
• Created a public awareness campaign in collaboration with public and private partnerships
  
• Surveyed community stakeholders in FY 2004 and again in FY 2006 for input on APS services

Technological Innovation

• Distributed Tablet PCs to all direct-delivery staff in the APS in-home and APS facility programs
  
• Installed software enabling caseworkers to document case activities in the field
  
• Equipped all field staff with digital cameras
  
• Developed a plan to evaluate tablet PC usage in a mobile office environment
  
• Created a plan to measure the effect of tablet PCs on program performance.

Guardianship

• Transferred Guardianship program to Department of Aging and Disability Services
  
• Signed Memorandum of Understanding between DFPS and DADS
  
• Formed DFPS and DADS Guardianship Executive Steering Committee

Staffing

• Hired additional staff provided by the Legislature
  
• Instituted pre-screening during the hiring process
  
• Standardized interview process for direct-delivery staff
  
• Made education stipends available to all APS staff
  
• Collaborated with the Higher Education Coordinating Board on improved degree programs on adult protection.
  
• Developed recruitment efforts targeting individuals educated in fields related to adult protection.
  
• Enhanced retention efforts aimed at APS field staff.

 

Caseload Management

• Developed a caseload reduction plan for addressing excessive workloads
  
• Researched and planned implementation of Best practice initiatives to address pending cases

 

Training

• Expanded training program from 3 to 11 weeks
  
• Created 29 web-based training modules to use in conjunction with supervised on-the-job training
  
• Employed field trainers to supervise new employees during on-the-job training
  
• Offered 3 weeks of advanced classroom training
  
• Developed 18 hours of continuing education training for all direct-delivery staff and supervisors
  
• Provided comprehensive training on risk assessment and mobile technology
  
• Began annual training for all field staff